WORKFORCE PIPELINE A MONTHLY FEATURE ABOUT TRAINING, EDUCATION & WORKFORCE DEVELOPMENT
Manufacturing a Competitive Edge with Talent Supply Chain Management
w I ) to consolidate its talent supply chain into a single
provider system. As a result, it gained oversight of its work- force and was able to establish consistent policies and wages across its entire US-based operations.[1]
Talent Supply Chain Management
Just like conventional supply chain management, talent supply chain management (TSCM) is an adaptable process of mobilizing and engaging resources on an as-needed ba- sis, creating a lean, streamlined system of input and output. Because it offers oversight as to where talent is sourced, how it’s engaged, and how it performs, TSCM allows compa- nies to align their talent strategies with organizational objec- tives, optimize their workforces, and maximize the potential of their human capital—all while minimizing superfl uous and ineffi cient processes. And by engaging vendors and labor in a manner that’s in line with organizational goals, TSCM in effect creates an integrated or holistic system in which each part of the supply chain supports the rest.
The Evolving Workforce
Not long ago, many engineering managers believed that if companies wanted talent with certain specialized skill sets, they had to hire full-time employees. However, in today’s rapidly evolving workforce, this situation is changing. New engineering talent—especially Millennials—are far more mobile and independent than previous generations. Recent research shows that 17% of engineering talent would move to a
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n 2007, a leading OEM’s leadership embarked on a plan to streamline its US-based operations to make them more effi cient. One of the main pain points was that the company
relied on a total of 38 different suppliers to deliver talent—mak- ing it almost impossible to establish a unifi ed talent manage- ment and cost policy. In order to simplify its talent strategy, the company engaged Kelly Outsourcing and Consulting Group (KellyOCG®
different country for a job, and 23% would relocate to a different continent.[2]
Increased globalization means that talent from a
range of different geographies can be pulled together to work on projects, either by (temporary) relocation or telecommuting. Moreover, according to Rob Asghar’s Forbes article “What Millennials Want in the Workplace (And Why You Should Start Giving It to Them),” 72% of Gen Y workers agree they’d like to work for themselves. Even if they have to work for others, they want to invest their skills strategically in a manner that makes a positive impact. And with increased focus on open innovation, bringing in contingent talent with external view- points can be key to remaining competitive. What this means is that employers’ views of talent and how to engage workers need to be adjusted. With engineers working for an array of employers on a variety of different projects that allow them to fl ex and strengthen their engineer- ing muscles, it’s becoming increasingly clear that engineering excellence can be obtained outside of the traditional means of regular employees. Consider, for example, that Kelly®
deploys
contingent engineers, among whom are graduates from all of the country’s top 10 engineering schools, including the Mas- sachusetts Institute of Technology, Stanford, and Purdue.[3] As a result, it should be clear that contingent engineering
workers (i.e., freelancers, independent contractors, and tem- porary employees) can be perfectly capable of fi lling mission- critical roles. That means that employers need to consider their workforces holistically, removing any divide between regular em- ployees and contingent talent. Only by doing so can they truly comprehend the full range of talent available to their companies.
Recommendations for Establishing TSCM Oftentimes, departments have their own preferred meth- ods of sourcing talent. Establishing TSCM involves analyzing the supply chains that are currently in place in a company for effectiveness and alignment with company objectives. Human
[1] Talent IQ: Building Systematic Talent Solutions with Nissan Motor Company [2] 2014 Kelly Global Workforce Index™ [3] Graduates of America’s top engineering schools [4] Contingent Engineers and Intellectual Property Protection
Joseph Lampinen, MS, CMfgE, PMP
Director, Engineering Center of Excellence Kelly Services, Inc.
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